2022 Fall Edition NJ Psychologist

NJ PSYCHOLOGIST

Executive Board

President: Peter

President

Parliamentarian:

Members At Large:

Alex

Sara

Aileen

APA

Contents

President's Message

President Elect Message

Affiliate Organization Representatives:

Mercer

Monmouth/Ocean

Industrial & Organizational Psychology

Future Search to Address Wicked Systemic Problems (1.5 CE)

Organizational Psychology: A Historical Perspective from the Garden State (1 CE)

The Value of Work Life Balance and How Organizations are Making it Work

President's Message

ByPeterDeNigris,PsyD NJPAPresident

It is hard to believe that we are already in the fourth quarter of 2022 and have begun preparations for another leadership transition within NJPA. As I mentioned in previous communications, 2022 was filled with a whirlwind of activities to keep our association moving forward, particularly given the number of changes that occurred within the past year

In my opinion, it is apropos that my final article for my presidential year coincides with the theme of Organizational Psychology Although I am not an organizational psychologist, I have had extensive training in systems theory Without question, NJPA is a large organizational system that is comprised of numerous committees led by talented and dedicated volunteers Assuming a leadership role in NJPA entails being confronted with and adjusting to a very steep learning curve When describing the process, I equated it to jumping on a fast moving train that someone else had been steering and then suddenly turned over to you. Fortunately, I had the guidance and support of our Leadership Committee, which is comprised of our Past President, Dr. Daniel Lee, and our President Elect, Dr. Briana Cox. I am eternally grateful for their collaboration, collegiality, and perspective.

Tapping into my knowledge of systems theory, the primary focus of my presidential term has been on the restructuring of Central Office to ensure that it is functioning efficiently and effectively The Leadership Committee continues to be involved in active communications with our Personnel and Finance Committees and Executive Board to make decisions that are organizationally needed and fiscally responsible

More will be forthcoming about this in the coming months and in 2023 under the term of our President Elect, Dr. Cox. By the time this article is published, membership has been made aware that our current Executive Director, Justin Karmann, will be leaving NJPA in December 2022. The Leadership Committee and Executive Board will ensure a smooth transition to a new Executive Director and continue its work dedicated toward its aforementioned restructuring visions

Any reputable organization is guided by a mission, vision, and plan I am pleased to say that, after many meetings, discussions, and revisions, our Executive Board approved NJPA’s Strategic Plan for 2023 2027 during its September 16, 2022 meeting I am particularly grateful to our Past President, Dr Lee, who began this process during his presidential term with our then Executive Director, Keira Boertzel Smith, and our consultant, Dr. Randy White. Also, gratitude is extended to Mr. Karmann for furthering the development of this new plan and ensuring that we met our timeline goals. We have many exciting initiatives that we are looking forward to implementing over the next five years as outlined in this new living document.

No organization can function effectively in isolation. As such, I am proud that NJPA has established a working relationship with New Jersey’s State Board of Psychological Examiners (BoPE) whereby monthly meetings with key personnel continue to occur During 2022, NJPA also entered into a collaborative agreement with the Academy of Integrative Health and Medicine (AIHM), which provides NJPA members with an opportunity to further their education into an area that

hasbecomeessentialtoclinicalpractice Inaddition,I amlookingforwardtoournewrelationshipwiththe CenterforYouthSocialEmotionalWellness(CYSEW)at Rutgers’GraduateSchoolofAppliedandProfessional Psychology(GSAPP)wherebywecanserveasmutual resourcesforeachother Lastly,NJPAhasalreadybegun theprocessofresumingmeetingswithIMPAC,the Inter MentalHealthandPsychologicalAssociations Coalition. Whileorganizationscanthrivefromtheworkofits committedandskilledmembers,especiallythosewho canofferhistoricalknowledge,growingtheorganization throughtherecruitmentofnewmembersispivotal.In thatvein,inJuly2022,Iwasthrilledtomeetwiththe newestcohortofpsychologyinternsatRutgersUMDNJ

inNewarktodiscussthebenefitsofjoiningstate psychologicalassociations InSeptember2022,Iwas particularlyhonoredtoreturntomyalmamateratGSAPP toencouragetheirstudentstobecomemembersofNJPA. Iremaininaweofthecountlessvolunteerswhodonateso muchoftheirtimetoNJPAandtothosewhohavestepped upin2022forthefirsttimetoserve.NJPAsimplycannot functionwithoutitsvolunteers.Eachofyouispivotalto thesuccessandlongevityofourstateassociation Ithas beenaprivilegeandapleasuretoserveNJPAasits2022 president.Again,IamindebtedtoourLeadership CommitteeandamgratefultoourExecutiveBoard.Iwill remainontheLeadershipCommitteeforonemoreyearas Dr CoxtransitionsintotheroleofNJPA’s2023president

Member News

InMemoriam:NeilMassoth,PhD byNealLitinger,PhD

ItiswithagreatdealofsadnessthatIwanttoinformeveryoneofthedeathofNeilMassoth,PhD lastnight(10/13/22)Neilwasanoutstandingforcetobereckonedwithinhispersonaland professionallife.Hisdeathleavesagiantholeinthelivesofcountlesspeersandstudentswhom heproudlymentoredduringhis45yearsatFairleighDickinsonUniversityandinhis relationshipsdevelopedthroughhisrolesinNJPAandAPA.

Neil’swarmth,caring,anddeterminationtohelp/assist/pushstudentstotheirfullestwas respectedandcherishedbythosewithwhomheworkedHisdedicationtohonestrelationshipsinhislifeandintherole oftherapistwithhisownpatientsandthosewhoworkedunderhissupervisionorinclasswasepicManywillremember NeilforhischidingoftheabsurdnatureofarroganceandpomposityintheprofessionandtheworldatlargeHisstyleof humoranddirectnesswillcontinuetobringasmiletothefacesofthosewhoknewandunderstoodhim.

Hecherishedhisassociationswithhispeersandwasnourishedbytherelationshipswithhisstudents.Nothingwasmore importanttohimprofessionallythanhisroleasamentor.Hewillberememberedwarmlybymany.

InMemoriam: RichardKlein,EdD;NJPAMember,56years

KennethHerman,EdD,alongtimememberofNJPA(65years!),washonoredonhis95thbirthdaybythecityofWyckoff, NewJerseybyaproclamationforhiskind,professional,andextraordinaryservicetoWyckoffandthecountryDr Herman,aboardcertifiedclinicalpsychologist,practicedinTeaneck,NewJerseyforfiftyyearsHeistheauthorofthe selfhelpbookSecretsfromtheSofa.HeservedinthearmyinWorldWarIIinGeneralPatton’sThirdArmy.Inhis retirement,hehelpedlaunchafreeprimarycaremedicalfacilityBVMI,inHackensack,NewJersey.Hecurrentlyserveson theAdvisoryBoardHeandhiswifeBenitahavebeenmarriedfor64yearsandhavefourmarriedchildrenand9 grandchildrenHecreditshislongevitytostayingactiveandbeingaltruistic

RuthLijtmaer,PhDpresentedthepaper:TheCrueltyofSilence:TheBystander'sRoleinSocialTraumainthepanel: ImplicatedSubjectandHistoricalCommunityTrauma:TowardsAcceptanceandTranscendence.International PsychohistoryAssociation,45thAnnualConference.ConferenceTheme:GroupidentityandtheSourcesofConflict,519 22to52122.OnLine.Also:Panel:UnsilencingUnspeakableSociohistoricalTraumainIndividual,Social,and InstitutionalContextsPaper:TheunspokeninintergenerationaltransmissionoftraumaIARPPConferenceTheme: ExpandingOurClinicalExperiences:TheSpoken,UnspokenandUnspeakableinRelationalPsychoanalysisand Psychotherapy61622to61922LosAngeles,CaliforniaInPerson

CongratulationstoDebraG.Salzman,PhDwhowaschosenastherecipientofa2022RWJMSVolunteerFacultyAwardby theDepartmentofPsychiatryatRobertWoodJohnsonMedicalSchoolEachyearthisawardisgiventomembersofthe volunteerfacultywhohavemadesignificantcontributionstoadvancethepositionofRWJMStowardexcellenceDr Salzmanhasextensiveexperienceintheassessmentandtreatmentofchildren,adolescents,andadultsShehasaspecial interestintheassessmentandtreatmentofchildren,adolescents,andadultswithanxietydisorders,Obsessive CompulsiveDisorder,socialskillsdeficits,SocialAnxietyDisorder,AutismSpectrumDisorder,pastandpresentchildhood sexualabuse,disruptivebehaviordisorders,depression,ADHD,copingwithtrauma,selectivemutism,schoolrefusaland trainingparentsonbehaviormanagementstrategiestoimprovechildbehavior.Dr.Salzmanlecturesextensivelyonthese topicsDrSalzmanisafieldsupervisorfortheGraduateSchoolofAppliedandProfessionalPsychologyandservesasa VolunteerAdjunctAssistantProfessorintheDepartmentofPsychiatryatRutgersRobertWoodJohnsonMedicalSchool PeggyRothbaum,PhDhadapersonalessaypublished:Thesewingbasketshttps://deadmulecom/peggyrothbaum memoirfeb2022/.Dr.Rothbaum'schildrens'bookHelpAmericaHeal:Astoryofhopeforyoungpeople©isnowavailable in3editions,includingoneinSpanishItcanbepurchasedfromherwebsitedrpeggyrothbaumcomoronlinebooksellers likeAmazonAlso,hernewInstagramaccount@belovedworldllcisusedtopromoteherartworkandwritingthatbenefit charities

President-Elect Message

ByBrianaCox,PsyD NJPAPresident-Elect

I am eagerly looking forward to the beginning of my presidential term, beginning in January. Admittedly, becoming the president of NJPA was not on my vision board for 2023, and I was a little late assuming the position of president elect in 2022, but I have been pleasantly surprised and sufficiently challenged by the work of the association I am grateful to be working alongside President, Peter DeNigris and Past President, Daniel Lee, as well as our committed board members, committee chairs, affiliates, and Central Office staff The collective dedication of our volunteers and staff is inspiring

In 2023, I have four leadership objectives for NJPA: Central office transitioning and restructuring, telehealth pay parity, and CE programming expansion, all with a focus on equity, diversity, and inclusion

Central office: By now the membership is aware that our Executive Director, Justin Karmann will be leaving NJPA in December. The Leadership Committee is already actively engaged in the important task of selecting a new ED and ensuring a smooth transition. In 2023, we will continue the restructuring work initiated by Dr. DeNigris with the goal of increased efficiency to meet our changing needs.

Telehealth: I am committed to advocating for continued access to telehealth services Pay parity for telehealth services remains in effect until December 31, 2023 During my presidential year, NJPA will be advocating on

behalf of New Jersey psychologists to ensure that telehealth continues to be paid at a rate commensurate with in person services so that the people of New Jersey can continue to have access to quality care. Under my leadership, NJPA will closely monitor the Department of Health’s in depth study of the utilization of telehealth and work towards having our voices and concerns heard in Trenton

CE programming expansion: I believe that NJPA can and should become a leader in CE programming in the state of New Jersey The overarching goal would be for NJPA to expand our CE offerings beyond our membership and beyond our state to broaden NJPA’s financial security In line with our strategic plan, it is a goal for NJPA to develop a self sustaining engine for continuing education, making NJPA a one stop shop for CEs and CE banking for New Jersey psychologists in the process

Last but not least, I remain committed to ensuring that NJPA honors its mission statement to “promote health and human welfare in an atmosphere that supports the diversity of its members and the society at large.” It is important that NJPA remain active in our equity, diversity, and inclusion efforts. I will look to our Committee on Diversity and Inclusion to guide us in best practices.

Ethical Practice in Research: Deciphering Fact from Fiction

ByJaclynHammond,MA Chair,NJPAGS

In recent news, that has sent shock waves throughout the world of Alzheimer’s disease (AD) research, Vanderbilt University neuroscientist and physician, Matthew Schrag, is at the center of it all. His investigative report in Science determined that image slides included in a “highly influential 2006 paper,” first published in Nature, were falsified. The fallout brought on by this disclosure has led to increased skepticism in how researchers view the current theory and conceptions surrounding the development, progression, and overall impact of AD (Hart, 2022)

The lead author of the 2006 study in question, who also happens to have multiple allegations of image fabrication against him, is Sylvain Lesné of the University of Minnesota (UMN), Twin Cities (Hart, 2022) This 2006 research, submitted by Lesné and his colleagues, states that the amyloid beta (AB) protein subtype appeared to generate dementia in rats, thereby demonstrating a causal link between the protein and cognitive decline (Lesné, 2006; Piller, 2022) The acknowledgement of this data as fraudulent raises several important questions about the research, in particular, concerns that the Ab protein clumps, known as plaques, found in brain tissue are key markers of AD (Hart, 2022; Piller, 2022). This question asks not whether the accumulation of these proteins is important, but if the plaque buildup alone drives the disease’s pathogenesis or if it is merely one piece of a larger puzzle that causes the degenerative disease (Hart, 2022).

As the concerns initiated by Schrag bring threat to “one of the most cited Alzheimer’s studies of this century and numerous related experiments” (Hart, 2022), a 6 month

investigation by Science was conducted (Piller, 2022). The results yielded strong support for Schrag’s suspicions and gave rise to further questions regarding Lesné’s body of research Most of Schrag’s findings were also reviewed by a leading independent image analyst and several top AD researchers, at the request of Science (Piller, 2022). The general consensus was agreement with Schrag’s overall judgements, casting doubt on hundreds of images, some of which have been described as being “‘shockingly blatant’ examples of image tampering,” including more than 70 images found in Lesné’s papers, many of which he was responsible for preparing for publication (Piller, 2022).

In a response to a 2012 paper published in The Journal of Neuroscience, Lesné replaced some of the images that had been labeled problematic by Schrag’s report, offering that the earlier versions of the images had been “processed inappropriately” (Piller, 2022). Schrag points out that the images that were corrected reveal several indications of significant discrepancy. While fraud or misconduct in terms of research cannot be proven without access to “original, complete, unpublished images and in some cases raw numerical data” (Piller, 2022), one wonders if the same can be said for fraud or misconduct surrounding the use and spending of allocated federal funds.

Schrag’s investigation suggests that millions of National Institutes of Health (NIH) dollars may have been misspent on AD research and correlated endeavors This past fiscal year alone, the NIH spent approximately $1 6 billion on projects that mention amyloids. Furthermore, it is suspected that the studies done by Lesné may have

resulted in nearly 16 years of misdirected AD research

As of July 2022, Lesné’s Nature paper has been cited in approximately 2,300 scholarly articles With the exception of just four other reports published after 2006, this is more than all other AD basic research reports (Piller, 2022).

How exactly does one go about trying to quantify the amount of wasted resources that were unduly expended over the course of this period of time; resources that can neither be refunded nor remediated? For those diagnosed with the chronic, degenerative disease, which is estimated to be tens of millions of people globally (Piller, 2022), and those who have and continue to dedicate their life to such research, the costs of such deceit are immeasurable

In 2020, Lesné became a leader of the UMN’s neuroscience graduate program Just four months following Schrag’s 2022 whistleblower report to NIH, Lesné was awarded a highly sought after R01 grant from the agency (Piller, 2022) The Nature paper remains the basis for so many others; there continues to be a very real and very serious threat that it may persist in potentially misleading future thought and research So, where does this leave us now?

One solution is that the use of modern image analysis technology is not, and has not been, included in the standard review process for journal submission (Hart, 2022). If this procedure had been conducted, there is little doubt that it would have led to a rejection of the original 2006 paper. Journals and granting institutions additionally fall short in their shared responsibility to thoroughly vet and analyze images with critical scrutiny, despite having access to a wide variety of readily available tools (Piller, 2022)

A greater issue is how this particular situation raises important concerns for ethical questions in other research and the future ethics of our community How do we decide what our ethical responsibility is in instances like this one? Do we retract the research, submit a statement or disclaimer, or publish new research on top of it? Is an apology enough? Should we

pull the research from public consumption entirely? Where do we draw the line on deciding if it is problematic that anyone could still find this information through doing a simple Google search? And, how will the courts know that this research is no longer current and valid? For example, Stephen Hayes was part of the studies that led to the defense of conversion therapy (Association for Behavioral and Cognitive Therapies, 2022) While they have issued apologies, their literature is still accessible

Furthermore, is there even an ethical decision making model for retracting or removing research with serious flaws and/or social consequences? While there appears to be databases that highlight various reasons for retraction of research from psychological journals, there doesn’t seem to be a standardized method for deciding which articles get retracted, and which get disclaimers (Retraction Watch, 2020). Ethical decision making models in this area are not readily accessible.

References

Association for Behavioral and Cognitive Therapies (2022) ABCT apology for behavior therapy’s contribution to the development and practice of sexual orientation and gender identity and expression change efforts: History and next steps Association for Behavioral and Cognitive Therapies https://www abct org/wp content/uploads/2022/06/Untitled document 6 pdf

Hart, B (2022, August 1) Have scientists been wrong about Alzheimer’s for decades? Intelligencer Retrieved September 15, 2022, from https://nymag.com/intelligencer/2022/08/have scientists been wrong about alzheimers for decades.html

Lesné, S., Koh, M. T., Kotilinek, L., Kayed, R., Glabe, C. G., Yang, A , Gallagher, M , & Ashe, K H (2006) A specific amyloid β protein assembly in the brain impairs memory Nature, 440(7082), 352 357 doi:10 1038/nature04533

Piller, C (2022) Blots on a field? Science, 377(6604), 358 363 https://doi org/10 1126/science add9993

Retraction Watch. (2020). Retraction watch database user guide appendix B: Reasons. https://retractionwatch com/retraction watch database user guide/retraction watch database user guide appendix b reasons/

Continuing Education Homestudy Section

The content of continuing education is a crucial component intended to maintain, develop, and increase conceptual and applied competencies that are relevant to psychological practice, education, and science.

Special Section: Industrial & Organizational Psychology

Special Section: Introduction

ByPeterEconomou,PhD Director,OrganizationalPsychologyPrograms AssistantProfessor,AppliedPsychologyDepartment RutgersUniversity

Onethingthathasbeenclearinmypracticeof professionalpsychology,especiallytrainedwithan emphasisonmulticulturalcompetenceand interdisciplinarypractice,isthatweworkbetterin teams. Therearesharedgoalsinthepracticeof professionalpsychology;todecreasesufferingand improvewellbeing.Inthisregard,itdoesnotmatter whetherwearetrainedinclinical,counseling,school,or organizationalpsychology(andthereareothers).Some willbelieveitdoesmatter,butIaskforustoconsider thenotionofprofessionalpsychology,withtheshared goalofdecreasingsufferingandincreasingwellnessasa globalpracticewithdiversespecialties

ThatistheperspectivewithwhichIrequestyouread thisspecialedition.Letgoofjudgementsandreadthis withanopenmindandcuriosity.Thegoalistohighlight theroleofIndustrialandOrganizational(IO) psychologists,andvariousaspectsofthepracticeand howthewebweweaveislargerthanthecouchesinour privatepracticeoffices.Readerswillbeintroducedtoa varietyoftopicsincludingthehistoryofIOpsychology withinAPAandbeyond,FutureSearchasamethodto increasecohesionandsolveorganizationalchallenges, thevalueofworklifebalanceandemotionalintelligence inleadershipandhowtobridgescienceandapplied practiceIwanttoalsobringattentiontooneother nuanceinthepracticeofIOpsychology

Therearesimilarcurriculathatarehousedinvarious schoolsofferingpathwaystopracticingIOpsychologyat themaster’sanddoctorallevel,includingSchoolsofArts andScience,BusinessSchools,ManagementandLabor Relations,andothers.Justascounselingpsychologyoften findsitselfinschoolsofeducationandclinicalpsychology inartsandsciences,IOpsychologyisoftenhousedin schools/departmentsofpsychology.Similardisciplines yieldingaprofessioninIOpsychologyinclude organizationaldevelopment(inschoolsofbusinessor HR),purelyorganizationalpsychology(likethatofferedat GSAPP),organizationalmanagement(alsoinschoolsof businessormanagement/laborrelations)andtrainingin organizationalcommunicationfocusingonleadership stylesorcommunicationarts(schoolsofcommunication andjournalism)Ratherthanfocusingontheir differences,itappearsthatthesediverse disciplines/specialtiesshareacommongoalof decreasingsuffering(eg,organizationalchallenges)and increasingwellness(theglobalinitiativetoimprove workplacewellness)

ThisspecialeditionwillorientyoutothespecialtyofIO psychologyAsthereader,youhaveopportunitiestoearn continuingeducationcreditsandlearnaboutapractice ofprofessionalpracticeofpsychologythatisadjacentto theworkwedoinourprivatepracticeoffices

Using Future Search to Address Wicked Systemic Problems (1.5 CE)

ByJeffreyAxelbank,PsyD

Earn 1.5 CE credit when you read this article and successfully complete the post test. Purchase this CE activity here.

Abstract

Most of the problems plaguing the world, including many facing psychologists, can be classified as “wicked problems,” that is, problems with so much complexity that they defy easy solutions This paper will outline Future Search (FS), a proven effective method that can be applied to wicked problems in a way that leads to paradigm shifts, out of the box thinking, and the building of new coalitions and relationships. These benefits accompany the primary benefit of FS: helping an organization or community and their stakeholders move forward together to find solutions to wicked problems with high degrees of consensus and commitment. As an example, the impact that FS has on Diversity, Equity, and Inclusion is discussed.

Wicked Problems

When we look around us at the world we live in, it is easy to feel despair Issues such as poverty, the income and wage gap, affordable housing, rising healthcare costs, political polarization, discrimination of all types, intractable international conflicts, and climate change (to name just a few!) seem to have no solution, and no end in sight Despite lots of experts, endless study, repeated attempts at new policy or laws, and training, deep and lasting agreement is rare, and the problems remain These problems have no obvious solutions

One way to categorize these types of conundrums is to classify them as “wicked problems.” The first known use of this label was in 1967, in an editorial in the journal Management Science, in which C. West Churchman

defined wicked problems as “that class of social system problems which are ill formulated, where the information is confusing, where there are many clients and decision makers with conflicting values, and where the ramifications in the whole system are thoroughly confusing” (Churchman, 1967). Note that the term “wicked,” as used here, does not refer to something evil, but rather as resistant to change or difficult to understand. Others have since expanded the definition, and for those interested in precise criteria for how to define a problem as “wicked,” I refer you to the Wikipedia page on wicked problems, at https://en.wikipedia.org/wiki/Wicked problem. Regardless of the formal definition, one can easily recognize a wicked problem as one that defies the typical approaches such as meetings, conferences, summits, commissions, laws, campaigns, training, hiring experts, new policies, etc

A particularly poignant example of a wicked problem is that of civil unrest In 1968, the Kerner Commission studied the urban rioting that descended on and tore apart American cities such as Detroit, Newark, Los Angeles, and others One of the witnesses to the Kerner Commission was Kenneth B Clark, who said, “In referring to the reports of earlier riots, I had read of the 1919 riots in Chicago, and it is as if I were reading the report of the investigative committee on the Harlem riots of 1935, the report of the investigative committee of the Harlem riots of 1943, the report of the Macomb commission on the Watts riot… I must again, in

candor, say to you, members of this commission, it is a kind of Alice in Wonderland with the same moving picture re shown over and over again: the same analysis, the same recommendations, and the same inaction.” (quoted in Cobb & Guariglia, 2021).

Though these examples have been taken from social issues, public and private organizations can also face wicked problems Perhaps these don’t have the wide reach of the social issues mentioned above; nevertheless, for those toiling in an organization they are no less frustrating and maddening Planning for the future in a turbulent economic environment, deciding on the design of a new product, merging two organizations, starting a new business these can all present wicked problems for people in these situations

There can be a vicious cycle when traditional approaches are applied to wicked problems. People who are components of the system suffering from a wicked problem can have reactions that end up making the problem worse. Grudging acceptance of a harmful status quo, sabotage, work arounds that don’t address root causes, funding going to the wrong places, and plunging morale can all exacerbate wicked problems. Under these circumstances a solution may be found, and those involved often breathe a sigh of relief and move on to new fields. Those not involved have a sense of frustration, sometimes opposition, and even sabotage All of this sets the scene for recurrence down the road

So, what is it that dooms traditional solutions? The easiest way to understand this is to look at the whole system (Fig 1) (Phillips, 2022) As you can see by the schematic representation, and as we all know, everything connects to everything

But in an attempt to make a problem manageable, traditional attempts at solutions focus only on one aspect of the system, thereby ignoring the interconnected complexity inherent in systems (Fig 2) (Phillips, 2022).

And focusing on only one aspect or one relationship in a system ignores reality (Fig 3) (Phillips, 2022).

The major shortcomings of applying traditional approaches to wicked problems are the failure to consider the whole system, the error of not including all stakeholders to the problem when designing solutions, and the problem of telling people what the solution is rather than co creating them with all the stakeholders Future Search (Weisbord & Janoff, 2010) avoids all three of these fatal flaws

Introducing Future Search

Future Search (FS) was developed in the 1980s by Marv Weisbord, an organizational development consultant, and Sandra Janoff, a psychologist. Basing the method on group dynamics, systems theory, and social

psychology, Weisbord and Janoff designed a process that “gets the whole system in the room” (Weisbord & Janoff, 2010) to discover the common ground that exists in multiple stakeholders, and then harnessing this to spur these stakeholders to take action to address the wicked problem in their midst. Since its introduction, the method has been used hundreds of times, in sectors as diverse as business, communities, health systems, human services, religious congregations, school districts, higher education, environment, and government * In addition to a design for how to get stakeholders together for planning and action, FS also encompasses a facilitation style, based in part on the differentiation and integration theory of Yvonne Agazarian (1997)

Future Search is based on four principles:

1 Get the whole system in the room

2. View the whole system before planning

3. Focus on common ground and the future, not on conflicts and the past

4. Self management and responsibility for action

Get the whole system in the room

It’s easy to say you have to get the whole system in the room, but what does this really mean? How do you define the system and where do you draw the boundary? When thinking about which stakeholders to include, who A R E I N ?

A people with Authority on the issue (government officials, legislators, regulators, company leaders, decision makers)

R people with Resources of money, time, energy (foundations and philanthropists, government funding sources, retirees, activists)

E people with Expertise on the issue (academics, scholars, researchers)

I people with Information on the issue (workers on the front lines, media, journalists, PR experts)

N people with Need around the issue (citizens, clients, customers

* For examples in each sector, see https://futuresearch.net/sectors/. For a partial list of sponsors, see https://futuresearch.net/about/sponsors/.

While not necessarily exhaustive, the handy acronym provides a good starting point at defining the system, and who the stakeholders are. People planning a FS need to ask themselves, who or what group will we wish were present if they were not? Whose input would be important to get? Whose view of the system is essential in crafting plans for the future? Whose involvement do we need if we are going to take some actions? And maybe most important and most difficult: who is likely to resist any change if we don’t include them?

View the whole system before planning Typically, stakeholders are very knowledgeable about their part of the system The common parlance is to talk about people being in their silos But when people only know their own part of the system, they are blind to causal relationships that are essential to the systemic ecology. They will find, to their peril, that such blindness will lead to unintended consequences, and often strident resistance to steps they might want to take. The Indian parable of the six blind men and the elephant is a playful way to understand this problem (Fig. 4) (illustration by Hans Møller, used with permission).

As you can see, the man touching the elephant’s ear, thinks he’s encountered a carpet The one handling the trunk “sees” a snake in his mind’s eye The one touching the tusk, a spear; the guy grasping the leg thinks it’s a tree; the one stroking the body imagines a wall; and the one pulling the tail thinks it’s like a rope. Each one is somewhat correct, but they are all fundamentally wrong none of them can conceive of the whole animal, and how all the parts are connected. This is what happens when people fail to see beyond their own silo or turf.

Focus on common ground and the future, not on conflicts and the past

One of the most common traps in tackling wicked problems is the idea that first you must resolve conflicts between stakeholders. But most of these situations include conflicts that have resisted resolution for ages Future Search envisions that these conflicts may not be resolvable, but that it’s not necessary to heal past schisms in order to move forward People looking at past conflicts get more solidified in their positions and have trouble thinking out of the box and finding creative solutions Instead, FS entails using the past conflicts as data, not to be ignored, but also not to be worked on By keeping the focus on the future that everyone desires, creativity is unleashed, positions are softened, and people find they have more in common than they realized

Self management and responsibility for action

Another thing that trips up well intentioned approaches to wicked problems is the idea that “someone else will do it.” In FS, the stakeholders manage their own involvement rather than project the need to act on their leaders, or on the facilitators. Many large group interventions require a large consulting or facilitation team to cover all the stakeholder groups. Not so for Future Search In general, two facilitators guide a planning group, and then facilitate the structure of the FS, setting the conditions for the participating stakeholders to do their best work The philosophy is that when you create the right conditions for success, and provide emotional safety, large groups can accomplish amazing things In addition, FS involves public commitment to specific actions, and there is a follow up process that provides accountability, thereby providing the mechanism for stakeholders to take full responsibility for their plans and actions

If the four principles are followed carefully, at the end of a FS the results are profound.

1. A “common ground agenda” of usually 8 12 items to which everyone agrees (a unanimity model, not consensus or majority).

2. Complete buy in to the common ground agenda and commitment to implementing it, so no need to go out and “sell” it to stakeholder groups, since they

all had a hand in creating it.

3. Action plans to implement each element of the common ground agenda.

4. A structure to support the implementation of the common ground agenda.

5. A follow up structure to insure implementation of the common ground agenda

But there are also some important side effects that naturally come along with the results above

Participants learn how to conduct productive meetings

Leadership is developed as participants take up leadership roles during the Future Search

Coalitions that did not previously exist can develop Funding opens up, since funding sources were included in the FS, and had a hand in creating the common ground agenda

All stakeholder groups will be heard and will have input, minimizing complaints about views being ignored.

The structure provides an opportunity for people who don’t normally speak with one another to interact and learn about other perspectives and initiatives they might not be aware of, enabling a great degree of creativity.

It builds the community and increases interdependence between stakeholder groups. Leaders love this method because they know the community is 100% behind them

By engaging in an exploration of the total system, stakeholders gain an expansive perspective of the issue at hand

What Happens in a Future Search?

A Future Search takes about 16 hours, spread over three days typically the first day is an afternoon or evening, followed by a full day, and ending with the morning of the third day Note that the design specifically calls for two “sleeps” between the days that come at very specific points in the process. These are strategically important to allow people to “sleep on it” at key moments (details on following page). The highly interactive and experiential conference is broken up into five parts: review of the past, survey of current trends, envisioning a desired future, discovering common ground, and action planning. In the process of engaging in these activities, participants meet in

different types of small and large groups. In small mixed groups made up of representatives of each stakeholder group, each small group is essentially a microcosm of the whole system. They also meet in their stakeholder groups and as one large group.

Reviewing the past

After introductions of the method and a chance for participants to get to know one another, they fill in with colored markers large blank timelines of the past (usually set at 30 years or so) hung on the walls, each about twelve feet long by 2 feet high One timeline contains global events, another contains peoples’ personal events (e g , marriages, children, graduations, deaths), and a third concentrates on the issue or organization/community that is the focus of the FS

After these are filled in, the timelines are moved so that they are aligned on one wall, and patterns may become apparent in the relationship between global events, personal events, and the issue at hand. Mixed groups analyze the timelines to tell the story of their system in the past.

First focusing on the past and not yet looking to the future, but rather sharing between stakeholder groups, fosters deep listening. This experience is at times transformational: “Wow! I had no idea. No idea of what it was like for you ” Such insights lay a foundation for a more compassionate and collaborative approach to the future Participants from extremely diverse stakeholder groups find that they share common human challenges and face them with similar values This emotional connectivity begins to form a sense of community on which to build common ground, providing a solid foundation for further work

Surveying current trends

Once the timelines are filled in and analyzed, participants’ attention shifts to the present. The entire group of all participants creates a mind map of current external trends that are impacting their system. See Figure 5 for an example of a mind map of current trends from an actual FS.

Each stakeholder group is assigned a color and given a strip of adhesive dots The participants put dots on the mind map to indicate the current trends they think are most important for the group to address in their planning, and the result is a quantitative indication of the priorities of the system. In addition, the different colored dots give a detailed view of the differing priorities of each stakeholder group.

As you can see from Figure 5, the mind map is quite complex, reflecting the reality of the system. Participants understandably may feel overwhelmed at what they are facing. The first sleep happens at this point to give people a chance to refuel and renew their enthusiasm, rather than get bogged down by the feelings generated by the mind map

The following morning, stakeholder groups meet and analyze the mind map, looking in particular at where their colored dots have bunched up, signaling the priorities of their group As with every phase of small group sessions, each group reports out their analysis

Once the external current reality of the system is fully explored in this way, the next activity calls for the stakeholder groups to look at their own attempts to address the external trends This takes the form of “Prouds and Sorries,” which can be the emotional turning point of the FS conference. The groups have a chance to both crow a little about what they are proud of, but also must own up to the ways that they feel they have fallen short. It’s a turning point because it acts as a great equalizer when people at the top of the system (those with authority), those at the bottom of the

system (the clients or customers), and everyone in between have to admit their regrets. It changes the feeling in the room and equalizes the stakeholder groups in a way that nothing else can.

Here, too, staying focused on the present and not yet what should be happening or could be happening in the future, continues to build a common listening, understanding, and appreciative foundation for the next step

Envisioning a desired future

With a feeling of warmth generated by the Prouds and Sorries, the mixed groups meet over lunch to start envisioning the future they desire for their system They are given the assignment to make a creative presentation of where they want their community or organization to be in, say, five years in the future. The planning committee has provided props for these presentations, so there is a buzz of activity as the groups dream of the world they want to inhabit and let the creative juices flow. Each group gets seven minutes to perform their presentation (e.g., a skit, a song, a poem), while everyone else takes note of what common elements appear in the future visions, as well as what is particularly striking or innovative, out of the box, and creative.

Once all groups have presented, the mixed groups meet to share and compare the lists they have each made and collate them into one list As the groups report out their lists to the full conference, these group lists are then collated into one list that reflects the desired future of everyone This collated list becomes the seeds of the common ground agenda

Discovering common ground

The whole group meets now and has what is called the “reality dialog” when the components of the desired outcome must be massaged into realistic goals. In addition, since the model is a unanimity model, everyone must agree to each component. This is where skilled facilitation becomes very important. If even one person presents objects to an item, then that goal is put on a separate list, “things we don’t agree on,” and it is no longer worked as part of the FS.

After the list is finalized as the common ground agenda, it is the end of the second day, and time for another “sleep.” The facilitators ask everyone to go home and “sleep on it,” and come back the third morning ready to decide which item on the common ground agenda they would like to work on.

Action planning

On the morning of the third day, the items of the common ground agenda are posted on the walls around the room, and participants are instructed to “vote with your feet” and go to the item they would like to work on Thus, committees are formed as “action teams” to start planning how to implement these goals They are asked to come up with three things they will do in the first three months, and three things they will do in the first three years When they report out, they also ask for help from whatever other group’s involvement is needed, and they publicly announce when their next meeting will be, so that others may join their action team.

About six to nine months after the FS conference, a follow up meeting is held at which all the action teams report on their progress, as well as what help they might need from others.

Applications

As you read these steps, it is likely that potential applications of FS are occurring to you, pulled from your own community or organization It can be interesting to think about who the stakeholders might be, using the A R E I N acronym For examples of where FS has been used around the world, and in different applications and sectors, see https://futuresearch net/sectors/ There you can read stories from sectors such as Business, Communities and Human Services, Congregations, Education, Environment, Government, and Healthcare.

Diversity, Equity, Inclusion

Perhaps one of the most wicked problems facing many organizations and communities is how to increase Diversity, Equity, and Inclusion (DEI). How does Future Search address DEI? Inherently, when you “get the

whole system in the room,” you are, by definition, insuring diversity and inclusion. But, how this operates in practice really depends on the FS Planning Committee. Along with inviting participants with an eye to functional diversity using the A.R.E. I.N. guidelines, it is important for the planning group to keep careful track of demographic diversity as well Variables such as race, ethnicity, gender, sexual identity, and age are all important, but different situations may make some of these variables more or less vital for that specific application FS facilitators can help the planning group pay attention to these factors

In addition, as the planning group is assigning participants into the mixed groups, they can also take steps to see that each mixed group has identity diversity In this way, the mixed groups are, as much as possible, microcosms of the system in terms of demographics, along with the functional diversity insured by the FS structure.

But FS goes further in promoting DEI. As corporations and communities have paid more attention to DEI issues, and have made attempts to raise consciousness to them, many interventions have been tried. But experience has shown that some work better than others (Dobbin & Kalev, 2016; Pedulla, 2020). Many of the techniques used today include sending employees to DEI programs Studies indicate that these efforts can be counterproductive, creating a backlash As Dobbin and Kalev (2016) report, “Yet laboratory studies show that this kind of force feeding can activate bias rather than stamp it out” (emphasis added) They hypothesize about peoples’ innate tendency to become oppositional to attempts at control, just to assert their individual autonomy They go on to write:

“ companies get better results when they ease up on the control tactics It’s more effective to engage managers in solving the problem, increase their on the job contact with female and minority workers, and promote social accountability the desire to look fair minded. … Some of the most effective solutions aren’t even designed with diversity in mind.” (Dobbin & Kalev, 2016).

When an organization or community uses FS to focus on the future, seeking to discover common ground, they are

engaginginasolutionthatisnotdesignedtoaddress diversity,butrathertotransformthesystem.Butinso doing,theyaremeetingthethreebasicprinciples DobbinandKalevcite:engagemanagersinsolvingthe problem,exposethemtopeoplefromdifferentgroups, andencouragesocialaccountabilityforchange These mapquitewellintotheFSprinciplesofgettingthe wholesystemintheroom,andself managementand responsibilityforaction.Peopledonotresistchange thattheydesignthemselves,incontrasttothenatural reactiontoattemptstocontrolthem Thiscoincides withthecoremessageofWeisbordandJanoff(2015): Leadmore,controlless

Pedulla(2020)seemstoagree,saying,

“ getmanagersandotherleadersinvolvedfromthe start Often,organizationshaveexpertsdesign programsthatarethendeployedtothemanagers Thisstrategyoftenlacksarealitycheck:Doesthis programfitintothewaymanagersalreadywork,or aremanagersnowrequiredtoaddsomethinginto theiralreadycomplexdays?Involvingmanagersin thedesignprocesscanincreasebuy inandsmooth implementation,makinginterventionsmore sustainableandlong lasting.”

So,bothbydeliberateintentandactiontakenbythe planningteam,aswellasaspectsthatareinherentinFS exposingpeopletoothersinthesystemandinvolving themindesigningchangesintheirownsystem DEI goalsareoftenachieved.Andthesewickedproblems areaddressedinawaythatisfun,generates excitementandenthusiasm,transformsasystem,and getsrealresults

ReferencesFurnishedUponRequest

AbouttheAuthor

JeffreyAxelbank,PsyD,isapsychologistworkingforover25 yearsinbothclinicalandorganizationalconsultingroles Hehasworkedwithschools,communitygroups,companies, andorganizationsonsuchissuesasnavigatingchangesand transitions,thosestrugglingwithconflictsbetween subgroups,companieswishingtoaddresscorporateculture, strategicplanning,leadershipdevelopment,andsuccession planning. Dr.Axelbankspecializesinworkingwithdiverse largegroups,wholesysteminterventionsinvolvingmultiple stakeholdergroups,usingmethodssuchasFutureSearch, OpenSpace,andWorldCafé

Organizational Psychology: A Historical Perspective from the Garden State (1 CE)

There are many paths to becoming a professional who consults with large organizations, engages in personnel selection, or enhances workplace environments on various levels (i e , individual, group, team, or organizational), and this can be seen in the practice of industrial and organizational psychology (IO psychology) IO psychology is a specialization within the professional practice of psychology and focuses on the scientific study of human behavior at all levels including individuals, groups, organizations, teams, and the workplace. The specialty focuses on applying this knowledge to the solution of problems at work and with other diverse groups (APA, 2022). IO psychology became prominent at the start of the 21st century and evolved from a confluence of precursors having roots in philosophy, psychology, and the sciences (Koppes, 2020; Landy & Conte, 2008). This article will focus on the historical context and attributes associated with IO psychology and highlight the practice within the New Jersey landscape starting in the 1980s.

IO Psychology has been sensationalized, as are many other professions and diverse identities, with popular series such as Billions and Law and Order, whereby factitious professionals are involved in diagnosing large companies, assessing their overall performance, enhancing individual performance within teams, and

advising executives on personnel development and the succession of goals within their organizations While there are some truths to these portrayals, IO psychology is utilized by myriad organizations around current issues surrounding diversity, equity, and inclusion (DEI), developing assessment techniques for organizations in personnel selection of and for optimal employee functioning, and/or as a psychologist for a corporation that may be in crisis or seeking growth strategies or changes in leadership Through consultation, coaching, evaluation, interviewing, and reporting findings, together with leadership, IO psychology practitioners bring evolution and growth within settings. Within IO psychology there is also a need in small niche organizations, such as nonprofits or companies with as few as five employees, to facilitate some of the same interventions previously mentioned. It is common for an IO psychologist to spend a year or more with an organization to assist in implementing changes for renewed and improved leadership (Spector, 2021).

According to the Society for Industrial and Organizational Psychology (SIOP), IO psychologists’ job demand and growth are expected to grow by 12 8% through 2028 In 2022, the projected growth was 53% for the United States market The US Bureau of Labor

JeanetteWilliams,MA LukeNathan,BA PeterEconomou,PhD

Earn 1 CE credit when you read this article and successfully complete the post test. Purchase this CE activity here.

Statistics also noted that there will be a 2.2% increase in IO psychology job roles throughout 2020 2030. It also predicted that IO psychology would be one of the fastest growing careers, especially when compared to other specialties in the practice of professional psychology (Gurung, 2022). So, while there is a shorter history in IO psychology, the practice is small but mighty and can be seen locally as well as across the globe.

APA, NJPA, and IO Psychology

Before exploring the impact of IO psychology in the Garden State, let us first look at the American Psychological Association (APA) and how IO psychology was formalized in the United States The APA recognized IO psychology as a Specialty of Psychology in 1996 APA’s Division 14 is the Society for Industrial and Organizational Psychology (SIOP) and “advocates the scientist practitioner model in the application of psychology to all types of organizational and workplace settings” (APA, 2022) SIOP operates internationally and focuses on the applied practice, as well as professionals engaged in research and other scholarly activities related to IO psychology. The APA Division 14 hosts an annual SIOP conference, bringing together a diverse mix of IO psychologists around innovative and current trends within IO psychology, publishes a quarterly journal, and engages in research driven work throughout the division.

As a mission driven organization, and in alignment with DEI practices today, the APA is also committed to implementing DEI policies for their purpose and work This is another shared area of practice for IO psychologists and can be seen throughout the work within SIOP The APA’s Chief Diversity Officer and Interim Chief of Psychology in Public Interest, Maysa Akbar, PhD, ABPP, studied community and clinical psychology Akbar’s expertise and research in racial identity development, racism, urban trauma, and allyship places the APA in a position to move social justice and anti racist practices forward The APA is committed to creating a society that is founded on the principles of DEI, and much of that starts on an industrial and organizational level (APA, 2022).

Locally, the New Jersey Psychological Association (NJPA) has a mission to promote diversity as well. The NJPA formally created a Committee on Diversity and Inclusion (CODI), which examines issues around diversity and cultural competence. CODI is committed to creating multicultural awareness and inclusiveness within their own organization through the examination and research of challenging issues to continue to move the field of psychology forward (NJPA, 2021). Bringing attention to the role of IO Psychology in the practice of professional psychology provides an opportunity for cooperation between these important entities (e g , CODI, SIOP; professional psychology and IO psychology)

IO Psychology Popularity and Presence

The field of IO psychology is particularly poised to assist with present and complicated dynamics regarding personnel selection Through areas such as recruitment, assessment, selection, and performance management, IO professionals can make a key contribution towards these requirements. This process has been used across disciplines including finance, professional sport, clergy, tech companies, and law enforcement selection. For example, with regard to law enforcement, psychological testing and assessments are needed to identify desirable candidates for hire that will deal with the public harmoniously. IO practitioners are uniquely trained to assist in developing standards needed such as redefining performance criteria as well as assisting in evaluating current training standards regarding de escalation techniques and the adequate supports needed for these valued civil servants

Occupational stress and cultural changes are significant influences on these systems from a diversity and equity lens and IO practitioners possess the skillsets to assist in shifting perspectives and helping to create new standards within policing (Spector, 2021)

Consider the years 2020 2022, which has dramatically increased the need for IO psychology There was a global health crisis (i e , COVID 19), there has been a deepening racial divide, a heightened awareness on racism, economic declines, and the beginning of a war

in the east This has created the need for organizations to respond to the subsequent stress that has impacted us all Organizations have been charged with maintaining and delivering cultural competency training and expectations around DEI, as well as leadership humility within their own unique corporate culture(s) This all while also managing and maintaining a diverse workforce, a rise in virtual and hybrid employment, and remaining viable and profitable in the face of these quickly evolving changes.

A Few IO Psychologists

While there are hundreds of impactful IO psychologists to name, even though the field is relatively new (compared to applied psychology more generally), there are a select number who have made instrumental impacts in the field of psychology The most cited IO psychologist is Timothy A, Judge, PhD (Aguinis, 2017) Judge has published over 150 journal articles, five textbooks, and has over 77,000 citations on his work in leadership effectiveness Other notable top cited IO psychologists include Michael A Campion, PhD, who has done extensive research on employment communication and analysis, as well as computerized text analysis and artificial intelligence for employment decision making Frank L Schmidt, known for his employment testing methods, PhD, Edwin A Locke, PhD, who developed the Goal Setting Theory, Eduardo Salas, PhD, known for his research on teamwork and team effectiveness, and Gary P. Latham, PhD, for his research on work motivation. It all began with one of the pioneers of IO psychology, Morris Viteles.

Morris Viteles, MS

Morris Viteles, German born and from the University of Pennsylvania, penned the first formal piece of modern literature on IO psychology in 1932, which became a beacon for IO psychologists for many years Viteles (1932) noted economic (e g , emphasis on efficiency), social (i e , societal), and psychological (e g , experimental psychology, study of individual differences) factors, served as the foundations of IO psychology (Koppes, 2020) From early in his career, Viteles espoused a broad international view, spending

time in Europe and the Soviet Union as a Social Science Research Fellow and was also involved with the International Association of Applied Psychology where he was president from 1958 to 1968 He became an honorary member of the Italian Society of Scientific Psychology, the Spanish Psychological Society, and the Psychological Society of France He was also a member of the National Institute of Industrial Psychology of Great Britain (UPENN, 2022). This foundation paved the way for many practitioners in the field of IO psychology including what might be seen as the foundation of doctoral training in IO psychology here in the Garden State.

Cary Chernis, PhD

As we moved into the 1980s, the Rutgers University Graduate School of Applied and Professional Psychology (GSAPP) program implemented the expansiveness and demand of teaching and evolving the field of IO psychology After brief tenures at the University of Michigan in Ann Arbor, the University of Illinois in Chicago, the Chicago Medical School, and the Illinois Institute of Technology, in 1983, Dr Cary Chernis was recruited and chose Rutgers University as his new academic home He then helped create the doctoral program that exists today in Organizational Psychology at GSAPP Dr Chernis's research and expertise involved the study of emotional intelligence, work stress and burnout, leadership, and planned organizational change (Emmerling, 2022).

Dr. Chernis led the IO program to become a respected entity of the psychological landscape in New Jersey and across the nation. Dr. Chernis is a professor emeritus at GSAPP, continues to author books on the role of Emotional Intelligence (EI) in the workplace, and contributes to the Consortium for Research on Emotional Intelligence in Organizations (CREIO). Dr. Chernis’s works published and amassed on EI have thoughtfully made significant contributions to the field of IO psychology His work in the workplace found that EI is a main contributor to organizational effectiveness through building strong relationships His model highlights how both formally arranged and naturally occurring relationships in organizations leverage EI

In his most recent work, Leading with Feeling: Nine Strategies of Emotionally Intelligent Leadership (2020), Chernis and Roche identified strategies for being and becoming effective leaders. This book is a culmination of years of research with experts in the field including Daniel Goleman, who is known for developing and furthering the theory of emotional and social intelligence

Clayton Alderfer, PhD

Clayton Alderfer, PhD was a key contributor in expanding the field of IO psychology in New Jersey as well as across the nation He earned a bachelor's degree in 1962 and a PhD in 1966 from Yale University (Archived Catalogs, 2014) Dr Alderfer worked at Yale University for 24 years as a lecturer, researcher, professor, and program director before joining the faculty at Rutgers University in 1992. He served as the program director for the GSAPP organizational psychology doctoral program from 1992 2004 and became professor emeritus in 2012. Dr. Alderfer was the editor for the Journal of Applied and Behavioral Sciences while in membership with the Organizational Psychology community. These nuanced aspects of applied psychology fostered Alderfer's search for manners of engagement based on these two scientific approaches to behavior; engaging Alderfer in a world of professional intersectionality (Berg & Smith 2017) Dr Alderfer focused on studying human needs in organizations and formulated his theory of existence, relatedness, and growth (ERG), which further developed Maslow’s hierarchy of needs (Alderfer, 1969) One of the main subsets of motivation within the ERG Model is the concept of “The Frustration Regression Principle" suggesting that if an employee has not fulfilled a higher level need, the employee may regress to fulfill lower level needs Things to identify and work with an organization are Existence: Do your employees feel safe? Relatedness: Do you have an employee who is isolated from the rest of the team, and Growth: Do growth opportunities exist within your organization? ERG proposes that for motivation to remain and function these three components must be met for employees within a work environment.

Dr. Alderfer then developed his theory of Embedded

Intergroup Relations (Alderfer, 1982) to understand, explain, and predict the affect, cognition, and behavior of groups and group representatives in organizational settings, especially the role that race and ethnicity played This concept was introduced and conceptualized in the 1970s and 80s, long before conversation and dialogue had ensued regarding DEI Alderfer believed through this theory that relationships were the key to creativity and growth (Berg & Smith, 2017) and explored the tensions that existed in groups and what one must give up of the self to be accepted as a group member (Alderfer, 1998) This tension was a major theme within embedded intergroup relations, where Alderfer actively engaged in the conversation and study around racial discord, white identity, and privilege and how it impacted people of color within the workforce and within groups. Alderfer's work around diversity was the foundational basis of embedded intergroup relations, with how group memberships both advantage and disadvantage individuals and the difficulty society faces in openly and authentically talking about these issues. This foundational dive into what we know now deeply as DEI language certainly has turned the corner. DEI is a key component to IO psychologists' responsibilities as they assist organizations

Conclusion

In January 2022, the federal department of education announced that IO psychology was officially recognized as a STEM (science, technology, engineering, or mathematics) field This was the result of a culmination of advocacy efforts by IO practitioners across the country and will have a tremendous impact on STEM fields, especially as it relates to cultural competence and multicultural considerations in STEM professions. With the recognition of IO as a STEM field (siop.org, 2022), more opportunities for this science practitioner model continue to reveal how IO may be applied in real world settings. With an ever broadening diverse workplace, organizational structures, academic and otherwise, IO theories provide a broad solid foundation that we are charged to engage with today.

Creative strategies were put into place regarding programing and learning across the world with the

onset of the global pandemic, positioning IO programs to pivot their training to online or hybrid; New Jersey was no different. Blended learning has taken on a new life of its own and IO study is poised for this new direction in developing IO professionals (Kraiger, et al., 2021). The practice of IO psychology has evolved internationally, nationally, and in our very own Garden State, New Jersey. We housed several of the top scholars in theory and applied practice, and in an ever evolving industry, are poised for growth and continued innovation. From the theories and beliefs garnered and developed by Vitelles and peers (1932), to present day incorporation of proven methodologies within organizations, IO psychology is posed to assist multiple industries and frontiers We are witnessing an expansion of IO thought and practice, especially surrounding the health of our communities and the many groups that subside within; small businesses, corporations, international organizations, academic institutions, nonprofits, governmental and legal departments, etc As the need for IO psychology expertise continues to expand, it is critical that this subspecialty of psychology is comprehensible, current, and accessible Lastly, it is imperative that all specialties within the practice of professional psychology collaborate regularly across disciplines to foster diversity of theory and practice to meet the growing needs of the clients we all serve.

References Furnished Upon Request

About the Authors

Jeanette Williams, MA is the clinical director, and owner of Deeper Change: Personal Growth, Therapy & Counseling Group She is a Systemic Psychotherapist licensed in Marriage and Family Therapy with offices in Union Square/ Manhattan and in South Plainfield, NJ She specializes in anxiety, trauma, family issues, individual, and couples counseling Jeanette draws from an integrative systems framework while merging elements of Cognitive Behavioral Therapy (CBT), Holistic Therapy, Contextual Therapy, and Narrative Therapy, which collectively promote intergenerational healing and reconciliation She operates from a place of

empowerment and change and identifies that we all inherently have the right to change, shift, and/or modify our story. Tennent’s of Contextual Therapy, her work is rooted in the belief of fairness, equality, morality, and balance. Jeanette is currently a doctoral student in the Graduate School of Applied Psychology at Rutgers University’s organizational psychology program as she continues to pursue a study in systems frameworks from an organizational perspective.

Luke E. Nathan, is a second year student in the Organizational Psychology Doctorate Program at GSAPP Rutgers University Mr Nathan just finished his career as a five year student athlete with the Rutgers Men’s Basketball team He is presently working towards completing his degree, with the goal of becoming a sports psychologist

Pete J. Economou PhD, ABPP is the director of the Organizational Psychology (OP) PsyD program, and is the director of behavioral health and wellness for Rutgers University Athletics Dr Pete was trained in counseling psychology, is board certified in Cognitive and Behavioral Therapy (CBT) specializing in evidence based and multicultural clinical interventions and is a certified mental performance consultant (CMPC) through the Association of Applied Sport Psychology (AASP). Dr. Pete is licensed by NJ and NY to practice psychology and his research ranges several areas including multicultural psychology, third wave CBT, and performance psychology. He is an active member of state and national psychology associations, serves on the editorial board of the Journal of Clinical Sports Psychology since 2014, and is a contributor to media outlets and social media Lastly, he is a Zen Buddhism teacher after studying at the Morning Star Zendo with Robert Kennedy, Roshi for several years, which informs his mindfulness practices offered through the third wave CBT theories

The Value of Work-Life Balance and How Organizations are Making it Work

AccordingtotheCambridgedictionary,work life balanceisdefinedastheamountoftimeyouspend doingyourjobcomparedwiththeamountoftimeyou spendwithyourfamilyanddoingthingsyouenjoy(Puri, 1995) AnotherdefinitionisfromBusinessNewsDaily wherework lifebalanceisthestateofequilibrium whereapersonequallyprioritizesthedemandsofone’s careerandthedemandsofone’spersonallife (Sanfilippo,2022).Thecommonthemeisbalanceand time

Withtechnologyatourfingertips24/7,workisalways closeby,anditmaybedifficulttosetaboundary between,well workandlife AccordingtoFinding Balance:Evidence BasedStrategiesforEmployers,the vastmajorityofAmericanworkerssaythatwork life balanceisaproblem,with54%callingita“significant problem.”Technologyhasfueled24/7/365work connectivity,and57%ofemployeessayithasruinedthe familydinner,whichisviewedasanimportant ingredienttobalance Overthelastfewyears,ifwelook attheimpactthatthepandemichashadonoursociety, work lifebalancehasnotbecomeeasierjustbecauseso manypeoplewereabletoworkfromhome.Infact,it exposedhowtetheredwearetoourjobs,andbalance seemedtobehardtofind Ontheotherhand,itshowed somethingsthatpeoplevaluedbuthadsetaside becauseoftheirworkdemands Aswearetransitioning topost pandemiclife,employeesandemployersalike areattemptingtofigureoutwhatwork lifebalance lookslikeandwhatitmeanstohavethatbalancewhile remainingproductiveandefficient Onecompanyhas managedtoexcelinensuringthattheiremployeeshave thework lifebalancethattheyfeelisrightforthemfor wheretheyareprofessionallyandpersonally.

ghSMARTisoneofthetopleadershipadvisoryfirms andprovidescoaching,assessmentsandconsulting worktoBoardsandCEOS.Pridingthemselvesonhigh levelwork,thisglobalcompanyhasmanagedto maintainapeople centeredworkenvironmentforover 25years ghSMARTnotonlyvaluesthecaliberofwork theyprovidetotheirclientsbutalsotheenvironment thattheiremployeesworkin.Oneoftheirstatedvalues is:“Weenjoythefreedomofchoicetochartthecareer andlifethatfitourhighesttalentsandinterests” EmployeesatghSMARTincludingprincipalsand partnershavesimilarexperienceswhenitcomesto work lifebalanceatthefirm.Onepartnerexplained thatwork lifeforthemmeanshavingchoiceabout locationandintensityofwork.BecauseghSMARTisa 100%remotecompany,regardlessoflocation, consultantscanworkfromtheconvenienceoftheir homeorwheretheyfeelcomfortable Additionally, beingjudiciousabouttraveltomeetwithclientsand colleagueshasreducedthestressorsandexhaustion thatcomeswithtravelingtomultiplemeetingsthat sometimesonlylastforanhour ghSMARTconsultants arealsoabletochoosethenumberofprojectsthey wouldliketotakeon Ifaconsultantprioritizesmoney overtimeoutsideofwork,theyarefreetoputinthe longerdaysthatwillletthemachievetheirfinancial goals.

Inthearticle,ACross NationalStudyonthe AntecedentsofWork LifeBalancefromtheFitand BalancePerspective,Haarexplainstheimportanceof employeeshavingautonomy Autonomycanbedefined asself governing,andinrelationtotheworkplace environment,thefreedomanemployeehastodotheir jobwithoutbeingmicromanagedbytheirsupervisor.

ThorMann,PsyD

VictoriaValentin

BiageAlexandre

Jobautonomyisanimportantfactorthatcanhelp individualsattaintheirpreferredlevelofwork life balance Forexample,havingcontroloverone’sschedule canenableemployeestomanagetheirtimethoughtfully andcompletetheirworkandnon workresponsibilities moreefficiently.

Worklife balanceforsomecanbetheabilitytospend timewithfamily,travel,pursueotherventures,ordo thingsthatbringbalancetoasometimeshecticwork life.ghSMARThasadiversegroupofemployeeswith variousinterestsandcommitmentsoutsideoftheirwork thathavebeenrespectedovertheyears(eg competitivetriathletes,academicpursuits,music careers,fictionauthors,anddedicatedparents) Because itisanemployee runandownedfirm,everyonehas agencyovertheirworkandtheoutlookoftheirdaysand weeks AghSMARTpartnerwhohasspent14yearsatthe firmexplainedtheimportanceof“freedomand flexibility”toemployeeretentionandattraction Having theautonomytomakedecisionsontheamountofwork aconsultantwantstoputineachweekandnothaving someonetellyouwhattodoandhowtodoitiswhat makesghSMARTagoodplacetoworkforandpartofthe reasonwhyhehasstayedwiththecompanyforovera decade

Aspeopleareshiftingtheirperspectivesaboutwhatit meanstohavebalance,companiesneedtodothesame toensurethattheiremployeesareproductiveand satisfied.Overall,thepandemicgavemanypeoplethe chancetoreflectonwhatitmeanstohaveahealthy relationshipwithworkandhowitaffectstheirmental health TheAmericanPsychologicalAssociation's2021 WorkandWell beingSurveyshowedthatsincethe pandemic,59%ofemployeesagreedthatprioritizing theirmentalhealthhasbecomemoreimportant For some,workingfromhomeledtoincreasedburnout,but forothers,itledtoanincreaseinwork lifebalanceand productivityinthework place Reducingemployee burnoutandincreasingwork lifebalanceisatthe forefrontofchallengesthatorganizational psychologists areworkingtosolve Helpingmanagersfocusontheir outputratherthantheirinputhasbeenshowntobe helpfulaswell.

Companiesneedtostepuptomeettheiremployees wheretheyareandwanttobe.Managersand supervisorscanmakeWLBmoreaccessiblefortheir

employeesbydisconnectingfromelectronicsafter certainhours(thisincludeswaitingtosendthatemail untilthemorning),providingemployeesthefreedomto haveasayontheirownworkschedule,andoffering supportforemployees’individualneeds Inourmore technologicallyadvancedworldwherevideomeetings arenearlyaseffectiveasinpersonmeetings,offering remoteworkoptionscouldbebeneficialinimproving employeeattractionandretention AsghSMART models,encouragingautonomyisakeyfactorin improvingoverallemployeehappinessandenhancing work lifebalance.

References

Anonym (2019,September25) Findingbalance: Evidence basedstrategiesforemployers SIOP Retrieved July12,2022,fromhttps://wwwsioporg/Research Publications/Items of Interest/ArtMID/19366/ArticleID/3153/Finding Balance Evidence Based Strategies for Employers

Beauregard,&Henry,L.C.(2009).Makingthelink betweenwork lifebalancepracticesand organizationalperformance.HumanResource ManagementReview,19(1),9 22 https://doiorg/101016/jhrmr200809001

Puri,S.(1995).TheCambridgeDictionary.Sahni Publications

Sanfilippo,M.(2022).HowtoImproveyourWork Life Balance.BusinessNewsDaily.RetrievedJuly12,2022, fromhttps://wwwbusinessnewsdailycom/5244 improve work life balance todayhtml

AbouttheAuthors

Dr ThorMannteachesattheGraduateSchoolofAppliedand ProfessionalPsychologyatRutgersUniversityandisapartner atghSMART.HespecializesinsupportingBoardsandCEOs selectanddevelophighperformingleadersandteams

VictoriaValentinisasecondyearOrganizationalPsychology studentinthePsyDprogramatRutgersUniversityandis currentlyinterningatghSMART HerinterestsareinDEIand employeewellnessinorganizations

BiageAlexandreisadoctoralstudentintheOrganizational PsychologyPsyDprogramatRutgersUniversity.Priortothat, sheworkedinhighereducation Herinterestsarein professionalconsultingworkandsolvingorganizational challenges

Bridging Research and Practice in IO Psychology: The Consortium for Research on Emotional Intelligence in Organizations (CREIO)

Emotionalintelligence(EI)hasbeendefinedas‘‘the abilitytoperceiveandexpressemotion,assimilate emotioninthought,understandandreasonwith emotion,andregulateemotionintheselfandothers’’ (Mayer,Salovey,&Caruso,2000,p.396). Sinceits originalconceptualization,theorieswithintheEI paradigmhaveexpandedtoincludetraitandbehavioral approachestoemotionalintelligence(Cherniss,2010) HeadquarteredwithintheGraduateSchoolofApplied andProfessionalPsychologyatRutgersUniversity, CREIOwasfoundedtofacilitateappliedresearchacross aspectrumoftheoreticalorientationstobetter understandhowEIcanbeappliedtoissuessuchas individualworkperformance,DEIinitiatives,team dynamicsandleadership,aswellasothertopicsof interesttoIOpsychology.

CREIOMission

ExpandingresearchonEIandmakingitavailableforuse bypractitionersremainsafundamentalgoalofCREIO. TheprimarymotivationforfoundingCREIOin1996was toensurebestpracticesandapplicationofscientifically validatedtechniquesintheareaofemotional intelligence Tothisday,theeffectsofthe“affective revolution”(Barsade,Brief,&Spataro,2003)continueto reverberatethroughoutthefieldofIOpsychology, havingadramaticimpactonresearchandapplied practice.Oncethoughtofasbeingantitheticaltothe logicalandrationallandscapeoforganizationallife,the

studyandpracticerelatedtoemotionsandemotional intelligencehasseenadramaticincreaseoverthelast 30years Yetwithadramaticincreaseininterestand excitementcomesaresponsibilitytoensurethatthe promiseofthisdevelopingfieldisgroundedinscience andresearch

AboutCREIO IndividualmembersofCREIOrepresentresearchers andpractitionerswithadistinguishedrecordof researchinthefieldofemotionalintelligencein organizations Themembershipiscomposedofover 120membersspanning6continents,thusworkingto ensureresearchonemotionalintelligenceincludes diverseresearchsitesandpopulationsthroughoutthe worldandspeakstothetrulyglobalnatureofinterest inEI

Operatingcontinuouslysinceitsfoundingin1996,the longevityofCREIOspeakstothesharedandlasting interestinthetopicamongresearchers,practitioners, andorganizations Intendedfromitsinceptiontobea collaborationbetweenpractitionersandresearchers, theinclusionoforganizationalsponsorshashelped ensurethatthefieldpaysadequateattentiontothe needsandinterestsofpractitioners.Suchpartnerships areneededtofacilitatebetteralignmentofacademic researchtotheneedsofpractitionersand organizationsthatbecometheultimateadoptersof theoriesandappliedpractice Unfortunately,

RobertEmmerling,PsyD AdamBen-Hanania

differencesinorganizationalculturesandincentivesof theacademicversusthebusinesscommunitymakesuch collaborationsachallengetomanage.Academiatypically rewardsresearchersfornewandinnovativeideas,often implicitlyencouragingoriginalityoverutility(Corley& Gioia,2011),whilepractitionersandorganizationstend tovalueinnovativeideasthatleaddirectlytospecific techniquesandpracticesthatcanaddresspractical concerns.Itisthisdelicatebalancebetweenrigorous researchandappliedpracticethatCREIOhassoughtto navigate.

Whileengagementwithorganizationalmembershas beenanimportantsourceofresearchcollaborations, CREIOhasalsoworkedtocreateabroaderimpactby establishingevidence basedbestpracticesfortraining anddevelopingemotionalintelligenceintheworkplace (Cherniss,Goleman,Emmerling,Cowan&Adler,1998) andsummarizingandsynthesizingresearchfindings (Cherniss&Goleman,2001;Druskat,Sala,&Mount, 2006).Theidentificationandevaluationmodelprograms thatdemonstratedscientificevidenceoftheirefficacy havealsobeenleadingstepsinthisinitiative(Cherniss& Adler,2000) Centraltoconstructsrelatedtoemotional intelligenceistheissueofmeasurement,towhich CREIOhasdevelopedalistofassessmentinstruments thathavesupportfortheirreliabilityandvalidityinthe peer reviewedliterature.

FutureResearchandConsortiumInitiatives

Morethan30yearsofresearchinthefieldofemotional intelligencehashelpedustosignificantlyadvanceasan appliedfieldwithinIOpsychology,buthasalsoleftmany questionstoanswerandemergingareasinneedof researchattention Thefollowingthreebroadareas currentlyservetoidentifyandfocusattentiononkey areaswithsignificantappliedimplications.

1 andinclusion(DEI).Thebridgebetweenresearch andappliedpracticesisseenwithinCREIOinall theseareasandwillbemoreexplicitinfuture research

Emotionalwell being,stress,andpsychological safetyinorganizations:TheCOVIDpandemic, combinedwithanincreasedfocusonthenegative rolethatracismplaysinsociety,hashighlightedthe needtoensurethatorganizationsassupportive, safe,andsociallyaware Thisprovokedtheadventof bestpracticesregardingoverallwell beingwithin organizations,stressreduction,andpsychological safetyforall,includingemphasisondiversityequity

2.EmotionalIntelligenceintheageofArtificial Intelligence:Rapidadvancesintechnologyand increasinguseofartificialintelligenceandmachine learning,coupledwiththeincreasinglyhybrid natureofwork,willrequireareassessmentof whichspecificsocialandemotionalintelligence competencieswillbenecessarytosucceedinthe tasksandrolesofthefuture.

3. Factorsthatfacilitateorinhibitthe developmentofEI basedskillsintheworkplace: Morefocusedresearchtoidentifyindividual,team, organizational,andculturalfactorsthatfacilitateor inhibitthedevelopmentofskillsandcompetencies relatedtosocialandemotionalintelligencewould beawelcomeadditiontotheliteraturewith significantimplicationsforappliedpractice

Mentorshipprogram

Theneedforafuturegenerationofemotional intelligenceresearcherstoaddressthemyriadof questionsinfrontofthefieldwastheimpetusforthe developmentofCREIO’smentorshipprogramforearly careerresearchers.Thismentorshipprogramseeksto pairearlycareerresearcherswithindividualmembers oftheConsortiumtosupportthecareerdevelopment ofthenextgenerationofappliedresearchers Having membersandCREIOleadershipwithtiestoNJ,as GSAPPfacultyandalumnihaveproveninvaluablefor studentsinIOprograms,itisourhopetobroadenthe impactonthefieldthroughtargetedmentorship initiatives.

FormoreinformationaboutCREIOortosignupforour monthlynewsletter,pleasevisitourwebsiteat www.eiconsortium.org

ReferencesFurnishedUponRequest

AbouttheAuthors

RobertJ.Emmerling,PsyDisthedirectorandco chairofthe ConsortiumforResearchonEmotionalIntelligencein OrganizationsandholdsdualappointmentsintheDepartment ofPeopleManagementandOrganisationatESADEBusiness SchoolinBarcelona,SpainandwithintheAppliedPsychology DepartmentoftheGraduateSchoolofAppliedandProfessional PsychologyatRutgersUniversity

AdamBen Hananiaiscurrentlypursuinghisdoctoraldegree (PsyD)inorganizationalpsychologyatRutgersUniversityand worksasanorganizationalconsultantandexecutive performancecoach Additionally,Adamisaresearchassistantat CREIO,workingunderthesupervisionofDrRobertEmmerling

Upcoming NJPA CE Programs

New Jersey Continuing Education/ FAQs

What types of activities qualify for continuing education?

At least 20 of the 40 credits, if not all, must be completed by attending continuing education courses, in-person, on-line, or through reading and examination. Of the 40 credits, at least 10 credits shall be in approved courses or programs where there is opportunity for live interaction with the continuing education instructor. If you are taking an online course and have the ability to interact with the presenter, that is considered "live interaction."

For those psychologists involved in training, teaching, presentation, and scholarly activities, up to 20 of the 40 credits can be from completing a graduate course from an accredited psychology program, authorship of an article, presenting a new lecture or seminar, or teaching or developing the curriculum for a new course. All of these options must be related to psychology. Please carefully review the regulations to learn more.

Anger is a normal, healthy, human emotion However, when the anger becomes explosive or destructive it can lead to problems in various facets of our clients’ lives Children and adolescents may appear angry when they are managing feelings of anxiety, shame, frustration, sadness, or other uncomfortable feelings This training will introduce a variety of effective research based strategies and interventions to address your clients’ disruptive behaviors

Click here for more information

When it comes to dual relationships, we have an almost knee jerk understanding that certain choices are just plain "bad choices." If our work is primarily clinical, our loyalty is to the patient. We aim to Do No Harm. If our work is forensic, our loyalty is to the truth. This program will teach attendees problem solving skills for identifying and managing potential dual relationships in their professional practices, particularly as they relate to forensic and clinical work.

Click here for more information

Confidentiality and Informed Consent: Ethical Considerations

ByDonaldJ.Franklin,PhD NJPAEthicsCommittee

Confidentialitybelongstotheclient,andtheclientcan allowreleaseoftheirconfidentialinformationtoother parties Therearealsolimitsonconfidentialitydefined inthelawsandtheregulationsgoverningthepracticeof psychology.Theregulationsalsodescribecircumstances thatwouldallowapsychologisttowithholdtherelease ofconfidentialrecordstoaclientortheir representative,aswellaswhenclientinformationcanor shouldbereleasedagainstthewishesoftheclient New Jerseylawalsonowprovidesconfidentialitytocertain minors(age13)seekingtreatmentforsexualassault, infectionwithavenerealdisease,orHIV.Thesamelaw providesfortreatmentofminors,over13,forthe treatmentofsubstanceabuseoralcoholabuse Aminor whois16yearsoroldercanseektreatmentformental healthorbehavioraldisorders,withoutadultconsent. Theminorhasconfidentialityrightsinthese circumstances,unlesswithholdingthereleaseofthat confidentialinformationwouldbeharmfultotheminor orotherwiserequiredbylaw Thelawsgoverning confidentialityforminorswererevisedin2015 Ifyou treatadolescents,youshouldbefamiliarwiththe currentlaws.

TheNJRegulationsgoverningthepracticeofpsychology allowapsychologisttorefusetoreleaserecordstoa clientoraclient’srepresentativeundercertain circumstances.ThelastrevisiontotheRegulationstook placeonNovember1,2021 Ifyouhavenotreviewedthe Regulationsinthepastyear,youmaynotbeawareof changesthataffecthowyoupractice Itisgoodethical practicetoreviewtheRegulationsonceperyear,evenif therehavebeennorevisions.

Hereisasummaryofimportantaspectsofthe regulationsrelatedtoconfidentiality: “Alicenseemaywithholdinformationcontainedinthe clientrecordfromaclientortheclient'sguardianif,in thereasonableexerciseofhisorherprofessional judgment,thelicenseebelievesreleaseofsuch informationwouldadverselyaffecttheclient'shealth orwelfare”

However,therecord,orasummary,mustbereleased totheclient’sattorney,anotherlicensedhealthcare professional,ortheclient’shealthinsurancecarrier (withlimitationsdescribedwithintheregulations) In addition,clientrecordsshallbereleased,uponrequest oftheBoardortheOfficeoftheAttorneyGeneral investigatingacomplaint,inresponsetoacourtorder, andincertainothercircumstances.

Psychologistsshouldbeawareofthescopeandlimits ofconfidentialityasdescribedintheNJRegulations (BoardofPsychology),theNJstatutesgoverning treatmentofminors,DutytoWarn,andReportingof ChildAbuse Linkstotheseresourcesarefoundinthe References TheAmericanPsychologicalAssociation EthicalPrinciplesandCodeofConductalsoreview confidentialityguidelinesforpsychologists.Alinkto thatresourceisalsolistedintheReferences.

Confidentialitymustotherwisebemaintained,unless thereisaclearandpresentdangertotheclientorthe public,thereisprobablecausethatapotentialvictimof theclientisinpotentialdanger,orreleaseofthe informationismandatedbylaw Finally,confidentiality survivesthedeathoftheclient

Informedconsent,asitappliestoconfidentiality, requiresatreatmentprofessionaltoexplaintothe clientwhatinformationismaintainedasconfidential, andwhenconfidentialitymaybebreachedandwhyit maybebreached.Informedconsentalsorequires clientstobeawareofwhatinformationcanandcannot besharedaboutthetreatmentofminors,whenparents orguardiansbringaminorforpsychologicaltreatment orevaluation Animportantaspectofinformedconsent

isthatthelaws/regulationsgoverningtherightsof minorsreceivingpsychologicaltreatmentmayvaryfrom statetostate Ifyouareprovidingtreatmentacrossstate lines,youneedtobeawareofwhichlaws/regulations applyregardingconfidentiality.Ifyouareproviding psychologicalservicesthroughPSYPACT,youshould verifywhattherulesarewhenprovidingservicesto minorsacrossstatelines Thisarticleisnotfocusingon PSYPACTrules,Iamonlyrecommendingthatyouverify howtomanagethetreatmentofminorsacrossstatelines.

Whenbeginningtreatment,eitherwithaminororan adult,donotassumethattheclientunderstandsthelaws andregulationsgoverningtheconfidentialityofmental healthrecords Afterreviewingtheinformationabove,and theNJRegulations,youcanunderstandthateven professionalsarenotalwaysclearregarding confidentialityrulesandlimits.Clientsmaybelievethat confidentialityisabsolute,anditisnot Parentsand adolescentsmayhavedifferentassumptionsaboutthe confidentialityofinformationdiscussedintreatment,and whatcanbe,shouldbe,ormustbesharedwithparents MentalhealthservicesprovidedbecauseofaDCP&Pcase, oracourtorder,mayalsohavedifferentconfidentiality limits,ornoconfidentialityatall.Clients,andtheparents ofminorclients,needtounderstandhowconfidentiality isandisnotprotected

Attheonsetoftreatment,psychologistsshouldreview confidentialitylimits,anddiscusscircumstancesthatmay applytotheclinicalservicesbeingprovided.A psychologistcanclarifytominorclientsandtheirparents examplesofinformationthatwouldorshouldbeshared, ascomparedtoinformationthatwouldremain confidentialduringtreatment Thisservesadualpurpose First,theclientwillfeelmorecomfortablediscussing problemswiththepsychologist.Ifaclientwantsto discussasensitiveissue,theclientwillbetterunderstand howthepsychologistwillrespond Second,theclientis morelikelytodiscusstheirconcernsabout confidentiality,iftheywanttodiscussanissuethatmay beanexceptiontoconfidentiality.Thatdiscussionmay leadtheclienttodiscussanissuethatmayhaveremained secretotherwise

TheAPAEthicalPrinciples,andtheRegulationsand Statutesgoverningconfidentiality,canraiseasmany questionsastheyanswer.Professionaljudgmentis requiredwhenexplainingthelimitsofconfidentialityto

clientsandparents,andmanyclinicalsituationswillraise questionsthatdonotalwayshaveadefinitiveanswerThe ethicsofconfidentialityiscomplicated.Topractice ethically,youshouldbefamiliarwiththeresourceslisted below,butyoumustalsorecognizethatmanysituations willbeunclearConsultationwithprofessionalcolleagues andsupervisorswillassistyouinmakingethicaldecisions aboutconfidentiality,aswellasconsultationwiththe NJPAEthicsCommittee.

References

2015NewJerseyRevisedStatutes.Title9 CHILDREN JUVENILEANDDOMESTICRELATIONSCOURTS Section9:17A4 Consentbyminortotreatment.URL: https://lawjustiacom/codes/newjersey/2015/title 9/section917a4

AmericanPsychologicalAssociation(2017)Ethical PrinciplesofPsychologistsandCodeofConductUrl: http://wwwapaorg/ethics/code/indexaspx

NEWJERSEYADMINISTRATIVECODETITLE13LAWAND PUBLICSAFETYCHAPTER42BOARDOF PSYCHOLOGICALEXAMINERSURL: https://wwwnjconsumeraffairsgov/regulations/Chapte r42BoardofPsychologicalExaminerspdf

NJStat§2A:62A16Section2A:62A16 Healthcare professionals,immunityfromcivilliability;dutytowarn andprotectURL:https://casetextcom/statute/new jerseystatutes/title2aadministrationofciviland criminaljustice/chapter2a62acivilimmunityfor emergencycare/section2a62a16healthcare professionalsimmunityfromcivilliabilitydutyto warnandprotect

StateofNJ,DepartmentofChildrenandFamilies.NJLaw Reportingchildabuseandneglect.NJ.gov.URL: https://wwwnjgov/dcf/reporting/links/

AbouttheAuthor

DonaldJFranklin,PhDisaNJlicensedpsychologistinprivate practicesince1987Hispracticecurrentlyfocusesprimarilyon forensicissuesinfamily,civil,andcriminalmatters,buthealso providespsychotherapyservicestoadolescentsandadultsPriorto enteringprivatepractice,DrFranklinworkedinpublicmental health,asanindividualandfamilycounselorforCatholic Charities,asacounselorattachedtoahalfwayhouseformen recoveringfromalcoholissues,asaSeniorClinicianrunningan AdultPartialCareprogram,andasClinicalDirectorofan OutpatientMentalHealthCenterHispracticeisprimarilyin centralNewJersey,butheprovidesservicesthroughoutNewJersey

APA Council of Representatives Report

ByRhondaAllen,PhD CouncilRepresentative(NJ)(2019-24)

rights,includingtherighttobodilyautonomy.Wehave thecharge,aspsychologistleadersintheAmerican PsychologicalAssociation,toimprovethehuman condition Complacencyisourenemy

TheCouncilofRepresentativesoftheAmerican PsychologicalAssociationofRepresentativeshelda hybridmeeting,withmostCouncilmembersconvening in personinMinneapolis,coincidingwithAPA2022,the association’sannualconventiononAugust3 4,2022.

Thefollowingisasummaryofthemajordecisionsand votesatthismeeting.Someofwhatisreportedbelowis excerptedfromameetingsummaryprovidedtocouncil membersfromAPA.

Oneofthefirstitemspresentedwasarequesttoadda NewBusinessItemconcerningReproductiveRights.It wasultimatelynotaddedtotheagendabecauseitdid notreceivethe2/3votenecessary However,following thisvotewasastatementwasmadebyDr Jennifer Smithduringwhichalmost,ifnotallofthecouncil, stoodinsolidarityandsupport,whichwasquitemoving.

Belowisthetextofherstatement: “MynameisJenniferSmithandIrepresentGeorgia This ismy4thyearonCouncilandmyfirsttimeatthemic.I amheretodayspeakingtoyouasthechairofthe Women’sCaucus.Weareaskingpeopletostand,literally andfiguratively,insupportofthehumanrightsof womenofallbackgrounds Youarewelcometojoinus righthereifyouwant Ifyouareattendingvirtually maybeyoucanuseyourreactionbuttonsonZoomto showyoursupport,ifyouarenotabletostandmaybe youcanraiseyourhand.

Itisnosecretthatwomenandespeciallywomenof color,alongwithgenderdiversepeople,arefacing tremendouslossesandpotentiallossesoffundamental

WewanttoacknowledgeandthankAPAfortheworkit isdoingtopromotetheseconcernsandtohavethese conversationsandtoadvocate Weareaskingthateach ofuspresenttodaytakeresponsibilityandactto protectandpromotethesehumanrights.Theimpactof recentdecisionsbytheSupremeCourt,aswellas predicteddecisions,cannotbeoverstated Whenoneof usisdehumanized,wearealldehumanized”

APAadoptsracialequityactionplan,outliningnext stepstooperationalizeracismresolution TheAPACounciladoptedaRacialEquityActionPlan thatoutlinesthenextstepstheassociationand psychologyshouldtaketoprioritizeandoperationalize thecommitmentsmadeintheassociation’s2021 apologyforitsroleincontributingtoracism.Council approvedtheplanbyavoteof149 8with2 abstentions

“TheRacialEquityActionPlanaffordstheopportunity toutilizeracialequityasacriticallenstodriveAPA’s strategicprioritiesandmeasurethemagnitudeofAPA’s impact,”accordingtotheagendaitemintroducingthe document.“Thisplanallowstheworkofracialequityto beembeddedandsustainedthroughoutallaspectsof theassociation’swork.”

Theplanisdividedintofivesections:Knowledge Production;Health;APA/Workforce;Trainingof Psychologists;andEducation.Eachsectionlaysout priorityactionsandconcludeswithasummaryofsocial impactandinnovation Thefullreportisavailableon theAPAwebsite

Taskforcereportcallsforpsychologytotransform education,practice,andresearchtoaddressequity Psychologymusttakeconcretestepstoexposeand

mitigatetheimpactsofsystemicandstructuralfactors thataffectphysicalandmentalhealth,accordingtoa reportacceptedbytheAPACouncilbyavoteof161 2

Structuralracism,whichinfluencesthecircumstancesin whichpeopleliveandworkandisintensifiedbypolitical, economic,andsocialinfluences,isakeydriverofhealth inequities,accordingtoareportfromAPA’sPresidential TaskForceonPsychologyandHealthEquity

TheTaskForcereportlaysoutaroadmapforactionsby APA,psychologists,andotherstoaddresshealth inequitiesineducationandtraining,research, publications,andprofessionalpractice Taskforce memberswereappointedbyAPAPastPresidentJennifer F Kelly,PhD

Thereportrecommendsdevelopingstrategiestoincrease theracialandethnicdiversityofthepsychology workforcetobetteraddressthementalhealthneedsof communitiesofcolor notingthatmorethan80% currentlyidentifyaswhite Italsocallsforcreating outreachandrecruitmentprogramsaidingcommunities ofcolor,implementingmoreflexibletrainingprogramsto supportstudentswithmultiplelifedemands,and promotingculturallyrelevantmethodsandprinciplesfor healthequityresearchinallpsychologyprograms Thefull reportisavailableontheAPAwebsite

APAadoptsresolutionlimitingdeathpenaltyto offendersages21andolder

TheAPACouncilpassedaresolutionby161 7,with1 abstentiontolimittheapplicationofthedeathpenalty basedonscientificresearchindicatingthatadolescent brainscontinuetodevelopwellbeyondage18(the currentconstitutionallimit),andthatpeople’sabilityto exertgoodjudgmentintimesofheightenedarousalisnot realizedfullyuntilsometimeaftertheageof20 “Thereisclearevidenceofprolongeddevelopmentfar beyondtheageof17andintothemid 20s,sothatthe psychologicalcapacityofmembersofthelateadolescent classtoexerciseamaturesenseofresponsibility,andto resistoutsidepressuresisstillverymuchinprocess,” accordingtothe“ResolutionontheImpositionofDeath asaPenaltyforPersonsAged18Through20,AlsoKnown astheLateAdolescentClass.”“Thesignificantstructural andfunctionalchangesinthebrainatthistime

corroborate these findings ” The resolution notes that there are more than 3,000 laws and government regulations restricting the behavior and actions of people under age 21 in the United States, such as being legally permitted to buy alcohol or tobacco, obtaining a license for a concealed handgun, becoming a foster parent, or obtaining a credit card without a co signer. The resolution may be accessed on the APA website.

Police reforms aimed at curbing use of force, protecting marginalized populations

APA Council adopted a wide ranging resolution on policing that seeks to expand training programs to include de escalation techniques, build stronger relations with mental health service agencies, minimize targeting of people of lower socioeconomic status, and encourage officers to restrict when they use force. The Resolution on Psychology’s Role in Addressing the Impact of, and Change Required with Police Use of Excessive Force Against People of Color and Other Marginalized Communities in the United States passed by a vote of 165 1, with 2 abstentions

In adopting the resolution, the Council noted it “is tied directly to psychology’s significant potential to contribute to the dismantling of racism and the promotion of racial equity, by helping to remediate conditions and situations that engage individual, systemic, and institutional sources of racism.”

“The overarching goal of this resolution is to promote the safety, health, well being, and fulfillment of the human rights of those community members who are most vulnerable Black Americans and other people of color, and members of other marginalized communities who are affected by excessive use of force and those who work in law enforcement,” it states.

The resolution commits APA to “advocate for the development, implementation, and evaluation of empirically rooted, culturally informed policies, programs, and practices that eliminate the use of excessive force by police against people of color and other marginalized communities” and “for law enforcement standards and practices within police departments to reduce the detrimental impact of police misconduct and use of excessive force, and to promote a healthy relationship between police officers and their communities.” The

resolution is available on the APA website

Psychology Week

Council passed a motion designating the third week of April to be proclaimed Psychology Week, an annual celebration of psychology that includes “Psychology Day,” recognized by the United Nations community and certain other institutions. APA will share information about Psychology Week with the psychology community and broader audiences leading up to and during that week. APA will also provide information and tools/visuals that other organizations can use to join the celebration Council approved the business item by a vote of 166 2 with one abstention

Practice Guidelines adapted as APA policy

Guidelines for psychological practice with women with SMI

APA Council adopted as APA policy the Guidelines for Psychological Practice with Women with Serious Mental Illness and approved December 31, 2032 as the expiration date for the Guidelines The motion was passed by a vote of 158 1 with six abstentions These practice guidelines serve to guide professional behaviors and decisions of psychologists who work with women with SMI, and provide a “culturally responsive, trauma informed approach to clinical engagement” with a focus on offering equity of access and outcomes. Moreover, these guidelines strive to be “informed by recovery oriented care models ” They offer support for treatment and efficacy considerations of “working with women with serious mental illness, who are particularly prone to the intersectionality of oppressive experiences and who are at disparate risk for marginalization and stigma ”

Council effectiveness and association operations

Resolution to add a graduate student member seat to selected APA Boards and Committees

Council approved a series of motions to add a graduate student member seat to selected APA boards and committees In accordance with the APA Bylaws, the amendment to the Bylaws will be forwarded to the APA Membership for a vote in November 2022 If approved by the APA membership, an additional seat dedicated to a Graduate Student will be added to the boards. The

Membership Board will not add an additional seat and instead will allocate an existing seat to a Graduate Student If the Bylaw changes are approved by the APA membership, beginning in 2025, graduate students would be seated on selected boards and committees included in the Bylaws changes. All APA members should be looking for an email from APA about this proposed bylaws change vote in early November. I encourage everyone to carefully read the accompanying “pro” and “con” statements and then vote to accept or reject this Bylaws change. Over the past few years there has been minimal participation in these votes and therefore your vote can literally determine the outcome Two other Bylaws changes will also be up for a vote One is to decrease the waiting time for Associate Members to be able to vote from five years to one year and a second is a proposed change to the mission of the Membership Board. As always, I encourage and welcome anyone to reach out to me with any questions about these proposed changes or any other APA matter.

Presidential Citations and Awards

APA President Frank C Worrell, PhD, honored two psychologists for their contributions to the field Rosie Phillips Davis, PhD, ABPP, 2019 president of APA, received the 2022 Raymond D. Fowler Award for Outstanding Member Contributions. Jason Cantone, PhD, was presented with a Presidential Citation.

During the lunch break on the first day of council, there was an optional Healthcare Finance luncheon that I chose to attend There is some potentially good news in that updates to CPT codes are underway that would include psychological interventions, such as smoking cessation and obesity management

I look forward to representing NJPA at the next Council of Representatives meeting in February 2023 in Washington, DC. Until then I wish everyone good health and peace.

Book review

ReviewedbyAnthonyTasso,PhD ProfessorandDeputyDirector SchoolofPsychology&Counseling FairleighDickinsonUniversity

Nothingismoreexciting,daunting,andoverwhelming thanenteringtheworldofmotherhood Thepregnancy process,homepreparation,arrangingforchildcare,and workhomelifebalanceisexceedinglystressfuland,and ofitself,afull timejob.Andtheseresponsibilitiesdonot occurinavacuum.Motherhooddoesnotrelinquishthe momfromnon momduties.Mothersarestilltasked withmanaginghouseholdbudgets,maintainingthe home,sustainingoutsideemployment,andscheduling dailyactivities,tonameafew Theexcessiveenergy requiredtoorganizeherlifeandthehouseholdcan makeeventhemostwell groundedmomfeelunsettled. Allthis,coupledwithcompromisedsleepandfinitetime wow!It’sawonderhowanymothersurvives,yetalone thrives

Yet,manymomsbothsurviveandthrive.Howtheydoso varies,andvariesgreatly Thankfully,professional assistanceisavailableforthosewhoarestruggling MomBrains:ProvenStrategiestoFighttheAnxiety,Guilt, andOverwhelmingEmotionsofMotherhood andRelax intoYourNewRole(2021;GuilfordPress)isan outstandingbooktohelpmotherswiththeirmothering brain IlyseDobrowDiMarco,PhD,authorsaneasy to applymanualformotherslookingforassistancein keepingtheirmaternalheadabovewater,anddoesso withease,humor,andcompassion.

MomBrainopenswithmultiplecogentexamples highlightingtheunavoidablescatteredandoverwhelmed existenceofthenewmom.Thisisfollowedbyasimple yetcomprehensiveintroductiontoafewofthemajor

principlesofcognitive behavioraltherapy(CBT),which servesasthefoundationofthetext Specifically,the authoroffersinformationonCBTconcepts(eg, distortions,overgeneralization)anddiscusseshowto applyelementsofmindfulnessandacceptance perspectivesinamannerthatareeasily comprehensibletothenon psychologistreader. DobrowDiMarcotiessuchideastonumerousreal worldmotheringscenarios aclearstrengthofMom Brain

Noonequestionstheemotionalrollercoasterof motherhood DobrowDiMarcodescribeshoweven pedestrianactivities(eg,dressing,phonecalls)can requirenear Herculeaneffortswithanewbornatyour side.MomBrainprovidesproceduralmethodsfor monitoringemotionsandexpectations,outlining mindfulnesstechniques,andadvocatingforself compassionasproactivecounterstosuchdistress whilenavigatingmotherhood Shealsotapsintothe mom’snew,andpossiblyuncertain,identity.Dobrow DiMarcodiscussescommontweaksinamother’ssense ofself(e.g.,moreemotional,increasedanxiety, radicallymodifiedpriorities)andoffersproductivetips onhowtoacceptandappreciatemanyofthese motherhood facilitatedshifts

Worrycanbeanomnipresentexperienceforanynew parent,whetherornottheindividualwasa preparentingworrier DobrowDiMarcoleanson researchsuggestingthatmothersaccountformostof thefamily’s“worryvariance,”regardlessoftheir

Mom Brain: Proven Strategies to Fight the Anxiety, Guilt, and Overwhelming Emotions of Motherhood and Relax Into Your New Self New York, NY: The Guilford Press.

employmentstatusorthelevelofsupporttheyreceive athome.MomBraindelineatesbetweencommon, everydayworries(eg,infantfeedings,pediatrician appointments)andthemanifestationofmoredeeply entrenchedanxieties(eg,disruptedsleep, compromisedfocus).Theauthorseparatesrelatively minormommyangstfromimmenselydistressing catastrophicfearssuchasinjury,illness,ordeathofthe childorparents,fearsmanyparentsencounterfrom timetotimebutcanbeallconsumingforsome Inthis section,thetextexploresswiftwaysinwhichthehyper worriedmomcanidentifywhensuchprocessescross overintotheproblematicdomainwhilepresenting appliedapproachestocopewithsuchexperiences(e.g., exposure,autocognitiverestructuring)

Anynewmotherispainfullyawareofthechallengeof performingeventhebasicchoreswhileattendingtoa newborn.DobrowDiMarcoexplorestheoft complicated,ongoingnegotiationsmomsmakewhen attendingtotheirneedsvis à vistheirchild’s Here,the booktacklesthepracticalitiesofbalancingmaternal self care(e.g.,eating,showering,exercising)inaddition tomaternal“luxuries”(e.g.,hair,nails,lunchwith friends)withattentivenesstoproclivitiestowards maternalguiltgeneratedbyprioritizingone’sown needs DobrowDiMarcoalsodelvesintothedelicate topicofmotherscomparingtheirlivestothepurported livesofothersandillustratesthewaysinwhichthis stimulatesthebeliefthateveryothermother(asviewed throughthelensofFacebookorInstagram)islivingalife ofease,unencumberedwithstress,worry,orangst She discusseshowthiscanleadtofeelingsofbeing“less than,”andthusperceivingherselfasanineptmother(or person).

Maternalperfectionismisappropriatelyexploredin MomBrain Theauthorsetstherealisticdesiretobethe bestmompossiblealongsidetheunattainableidealsof perfectmothering.DobrowDiMarcoskillfullyprovidesa guidetoassessingwhenperfectionisticyearningsare pronouncedanddescribeshowsuchaspirations inevitablyleadtofeelingsofdefeatandself flagellation Alaudableundercurrentofthissection,andthroughout thetext,istheembracementofgood enoughmothering afoundationofMomBrain.

Themaritalrelationshipcaneasilyfalltothewayside wheninthethroesofparenthood Here,Dobrow DiMarcoilluminateshowthe“newnorm”ofsleep

deprivation,increasedlaundry,late nightfeedings,and doctors’appointmentsalongwiththenaturalmaternal preoccupationcaninadvertentlyfosteranatmosphere inwhichlittletonotimeoremotionalenergyisleftfor theromanticdyad MomBrainimportantlyplacesthe romanticrelationshipinaplaceofimportance,yetdoes sowithoutcompromisingthechild’sneeds.Theauthor outlinestheconceptofDEARMAN(Describe,Express, Assert,Reinforce,stayMindful,Appearconfident, Negotiate)asameanstostimulatedialoguebetween romanticpartners This,theauthorcontends,should consistofabroadavenuefortheparentstotalkabout therelationshipatlargealongwithotherfamily related issues(e.g.,downtime,householdchores,baby responsibilities)

Thearrivalofachildfrequentlyheraldsthearrivalof theextendedfamily(commonlythegrandparents), whichcanobfuscatethelinebetweenhelpfulnessand intrusiveness MomBrainoffersguidanceonthe managementofsuchrelationshipsbyexplicating factorsoutsideone’scontrol(eg,personalitystyles,in lawgeographicproximity)fromthosethatare controllable(e.g.,discussionswithpartner,visit frequencyandduration).Thissectionnicelyexpounds ontheimportanceofboundarysetting,inadditionto reassuringreadersthatthemaritaldyaddoesnotneed tosufferbecauseofimpingingothers

Friendships,withtheirunavoidableebbsandflows,are sensitivetosomeradicalchangesduringparenthood MomBrainexaminesthenewmother’ssocial relationshipsbytappingintosimpleyetcomprehensive waysofassessingthevalueofexistingrelationships, andofferssuggestionsonhowtosustainandnurture healthyrelationships Specifically,DobrowDiMarco providesachecklisttoassesstheviabilityofa relationship(eg,emotionaleffort,toolittlein common)alongwithpracticalwaystodevelopnew relationships(e.g.,moms’groups,chatrooms, playgroundget togethers).MomBraincloseswith usefulinformationonmanagingholidaysandfamily vacations DobrowDiMarcounderscoreshowvacation andholidaydisappointmentareendemicinmothers harboringunattainableexpectations.Theauthorthen helpsthenewmomsetreasonablegoals,not personalizeputativeshortcomings,andtakepridein theentireprocess(successesandmissteps)ofthese meaningfulmomentsintime

MomBrainisawelcomedbookforcurrentmomsor thoseplanningtobecomeone.Whilethelion’sshareof relatedself helpbooksaregearedtowardsmothering thechild,MomBrainspeakstomomherself Dobrow DiMarcooffersguidanceonarangeoftopicsgermaneto motherhood,anddoessoinaneasilyaccessible,highly usefulmanner.Assuch,thereissomethinginitforevery mother.

Althoughthisself helpbookisdesignedtosupport mothers,Ibelievethatfathers,too,wouldbenefitfrom givingthistextaread.Forone,manyoftheauthor’s pearlsofwisdomapplytoallparents,irrespectiveof genderorroleinthefamily Additionally,menwhoread MomBrainwouldbeinabetterpositiontogaininsights intowhattheirwife/partnermaybegrapplingwith,

thus,fosteringgreaterempathyforthemomintheirlife. AnothergroupthatwouldbenefitfromMomBrainis psychotherapists DobrowDiMarcoprovidesrichbasic informationalongwithproceduralapproaches throughout,helpingthementalhealthclinicianto developagreatercapacitytoworkwithnewmoms.As such,MomBrainisbeneficialtotheparents, psychotherapists,andespeciallymothers.

AbouttheReviewer:

AnthonyF.Tasso,PhD,ABPPisProfessorofPsychology andDeputyDirectoroftheSchoolofPsychology& Counseling,FairleighDickinsonUniversity Healsohasa psychotherapypracticeinWhippany(HanoverTownship), MorrisCounty,NJ

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